This is the Oxor Trad Method™

Can you Impose Correctly?

The whole Oxor Method™ concept is to impose on someone so that you press the buttons they want pressed and you achieve outcomes on a willing basis. It is also used when having to bring someone to heel and that outcome may not be so willing but it will be better than using no method at all. The most frequent issue is when facts are confused with beliefs or imagination or emotion or exaggeration or a combination. We have countless examples that we use every day when asked about issues. 47 years worth in a variety of settings. Elizabeth Hunter™ is never bored, trust me.

Phase 1 is to put the person you want to impose upon into the correct Quadrant.

Either or both of:
* Choosing between Introvert and Extrovert and People or Things.
* Use the Multiple Choice 'quiz' from the link below (quiz is on a separate page) and is on a multiple choice basis.

Phase 2 is to try to narrow it down to the specific pattern.

This is part art and part science and can be done in any order and some can be left out. The aim is to get the fit correct.
Either or both of:
* Read the patterns, including the outlines that are contained on each page e.g. Director. * Use the 4 Myers Briggs Letters. * Consider toxicity. * Consider cleanliness. * Use The Archdeacons™ descriptors - we use this as a shortcut very frequently.
You need to be satisfied that around 80% of the description of attributes matches the imposee. This means that you have the Pattern.

Phase 3 is to impose by following the guide that is a pdf document.

There are two types of imposition:
* Platinum Imposition - this is when you only have worked out the Quadrant only. Not as good as the Titanium, but 100% better than before you came to this site.
* Titanium Imposition™ - this is when you only have worked out the Pattern only. It enables you to more finely tune your imposition as you know what the imposee likes and dislikes.

If you have found your way here as directed by Elizabeth Hunter™, this is the whole Oxor Trad Method™ of Titanium Imposition™

Click on Titanium on ALL Patterns

You will most likely need assistance :-) This might tell you what but it will not tell you how.

Conducted and composed by Modern Maven Elizabeth Hunter™ - Last Update May 31, 2021

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Phase 1 - Choice 1: Pick Imposee's Quadrant using Extrovert / Introvert; People / Things matrix.

More Toward EXTROVERT
ET - DOMINANCE - High D
EP - INFLUENCE - High I
More Toward INTROVERT
IT - CONSCENTIOUSNESS - High C
IP - STEADINESS - High S
More Toward THINGS
More Toward PEOPLE
 
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Phase 1 - Choice 2: Pick Imposee's Quadrant using these lack of awareness criteria:

→ Blind Spot (Lack of Awareness) Choice 1 - Can be perceived as lacking listening skills, argumentative, demanding and abrupt. That's High D.
→ Blind Spot (Lack of Awareness) Choice 2 - Can be famous for their lack of attention to detail and being overly impulsive without following up. That's High I.
→ Blind Spot (Lack of Awareness) Choice 3 - Are terrified of change and can be really stubborn and passive-aggressive if they feel things are happening too quickly. That's High S.
→ Blind Spot (Lack of Awareness) Choice 4 - Can be sarcastic and overly critical of others and find it difficult to delegate tasks. That's High C.

♠ ♠ ♠ ♠ ♠ ♠

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Phase 1 - Choice 3: Pick Imposee's Quadrant using these lack of trust criteria:

→ The Mask (Lack of Trust) Choice 1 - Fear being taken advantage of and loss of control. That's High D.
→ The Mask (Lack of Trust) Choice 2 - Fear social or peer rejection. That's High I.
→ The Mask (Lack of Trust) Choice 3 - Fear sudden changes or loss of security. That's High S.
→ The Mask (Lack of Trust) Choice 4 - Fear criticism or correction by others. That's High C.

♠ ♠ ♠ ♠ ♠ ♠

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Phase 1 - Choice 4: Pick Imposee's Quadrant using our unique multiple choice quiz where you observe the imposee in different situations. You can use some or all.

You may come to the conclusion that some of these are a bit odd. But they are eerily correct!

Your imposee is in the following situations - what would they do?
* at the movies
* at the crowded lift
* at the supermarket
* at the golf course
* hanging wallpaper
* at their desk
* cooking
* reading the newspaper
* other situations are added from time to time.
* also, choose from four descriptors - eagle, peacock, dove, owl. These are at the foot of the quiz page.

» To do the quiz Click here for SITUATION PICKER QUIZ. «

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Phase 2 - Choice 1: Pick Imposee's Pattern by reading through each Pattern Description and / or going through the Attributes. Access by clicking below or from the menu at the top of every page.

PATTERN DESCRIPTIONS

  • 1. Director - HIGH DOMINANCE
  • 2. Developer - HIGH DOMINANCE
  • 3. Results - HIGH DOMINANCE
  • 4. Inspirational - HIGH DOMINANCE
  • 5. Persuader - HIGH INFLUENCE
  • 6. Appraiser - HIGH INFLUENCE
  • 7. Promoter - HIGH INFLUENCE
  • 8. Counselor - HIGH INFLUENCE
  • 9. Specialist - HIGH STEADINESS
  • 10. Investigator - HIGH STEADINESS
  • 11. Agent - HIGH STEADINESS
  • 12. Achiever - HIGH STEADINESS
  • 13. Practitioner - HIGH CONSCENTIOUSNESS
  • 14. Objective Thinker - HIGH CONSCENTIOUSNESS
  • 15. Perfectionist - HIGH CONSCENTIOUSNESS
  • 16. Enhancer - HIGH CONSCENTIOUSNESS
  • These descriptions are also accessible at the menu at the top of each page on this site. We use them all the time.

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    Phase 2 - Choice 2: Read our unique The Archdeacons™ and The Bishops™ descriptions.

    These are accessed from the Timesaver™ menu at the top of each page on this site or from the next two lines.

    The Archdeacons™ - Click here

    The Bishops™ - Click here

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    Phase 2 - Choice 3: Pick Imposee's Pattern by choosing from four pairs of Myers Briggs letters. The following table shows this method.

    CHOOSE ONE OF EACH PAIR
    Choice A
    Choice B
    'Write' choice here
    Example
    Extrovert (E) or Introvert (I)
    E - Speaks, then listens
    (or sometimes does not listen).
    Vocal with thoughts.
    Loves to go out.
    Always surrounded by company.
    Hobbies include social activities.
    Gregarious.
    Assertive.
    Talkative.
    Likes groups, parties, etc.
    Energised by interaction.
    Expressive and enthusiastic.
    Volunteers personal information.
    Distractable.
    Has many friends.
    Easy to approach.
    Does the person you are speaking with talk quickly, respond quickly, seem energised by conversation and interaction with the world around them and appear to “think out loud?” Letter E.
    I - Listens, then speaks.
    Articulates with thoughts.
    Has silent, stay at home days.
    Independent.
    Interested in unconventional things.
    Energised by and enjoys time alone.
    Private, keeps to self.
    Quiet.
    Deliberate.
    Internally aware.
    Fewer friends.
    Prefers smaller groups.
    Not socially inclined.
    Enjoys solitude.
    Does the person you are speaking with pause frequently when speaking? Do they seem to be assessing something in their mind before they say it out loud? Letter I.
     
    I
    Sensing (S) or Intuitive (N)
    S - Uses the five main senses.
    (Taste, Touch, Hearing, Sight, Smell.)
    Notices details.
    Descriptive upon inspecting something.
    Aware of surroundings.
    Lives in the present.
    Concrete.
    Realistic.
    Practical.
    Factual.
    Does this person explain things in a linear, step-by-step way? Are their questions composed of “what” and “how?” Do they seem realistic and focused on the practical realities of daily life? Do they tend to use precise descriptions and explain things in more specific detail than intuitives (I) do? Letter S.
    N - Imaginative.
    Abstract, sees the bigger picture.
    Inventive in thought.
    Idealistic.
    Future-focussed.
    Sees possibilities.
    Imaginative.
    Deep.
    Theoretical.
    In conversation, does this person focus more on “why” questions? Do they skip over details as they try to get to the main point of the conversation? Do they seem more roundabout in their storytelling? Do all of their conversations seem to focus on possibilities, theories and asking “what if” questions? Letter N.
     
    N
    Feeling (F) or Thinking (T)
    F - Decides with the heart.
    Avoids and dislikes conflict.
    Driven by emotion.
    Empathetic.
    Passionate.
    Gentle.
    Easily hurt.
    Caring of others.
    Warm.
    In decisions, does this person seem to be assessing the emotional impacts on other people? Do they seem concerned with how people will be personally affected and the moral implications? “How will this person feel?” “What do they think?” “What feels right to me or you?” May move on from the ethical/value analysis to logical analysis. Letter F.
    T - Decides with the head.
    Driven by logic; rational.
    Objective.
    Logical.
    Objective.
    Wants only the truth Impersonal.
    Very critical.
    Thick-skinned.
    Firm with people.
    When it comes to decisions, does this person seem to be checking for logic? “If this, then that,” “What are the pros and cons?” “Let’s look at the facts.” Do they seem to be weighing objective evidence before they decide? At times does it seem like they are testing your knowledge and expertise? May move on from logical analysis to checking the ethical and personal implications of a decision. Letter T.
     
    T
    Judging (J) or Perceiving (P)
    J - Structured and numbered.
    Decisive in choice.
    Organised.
    Planner by nature.
    Decisive.
    Controlled.
    Good at finishing.
    Scheduled.
    Quick at tasks.
    Responsible.
    Likes closure.
    In their day-to-day lifestyle, does this person seem to always have a plan and order for their day? Do they get impatient with long, drawn-out decisions or people who procrastinate? Do they seem drawn towards finality in decisions? Letter J.
    P - Flexible and versatile.
    Keeps options open.
    Disorganised.
    Spontaneous in nature.
    Adaptable.
    Relaxed.
    Care-free.
    Changes tracks midway.
    Procrastinates.
    Dislikes routine.
    In their daily life, does this person seem to want “space” when making decisions? Do they enjoy exploring information more than deciding about that information – generating more alternatives rather than narrowing them down? Do they switch between a variety of topics quickly before one subject has been resolved? Do they tend to decide things at the last minute? Letter P.
     
    J
    CHOOSE THE DISC PATTERNS
    High D
    High I
    High S
    High C
    The 16 Patterns
    1. Director = ESTJ
    2. Developer = ENTJ
    3. Results = ESTP
    4. Inspirational = ENTP
    5. Persuader = ENFJ
    6. Appraiser = ESFJ
    7. Promoter = ENFP
    8. Counselor = ESFP
    9. Specialist = ISFP
    10. Investigator = INFJ
    11. Agent = INFP
    12. Achiever = ISTP
    13. Practitioner = ISFJ
    14. Objective Thinker = ISTJ
    15. Perfectionist = INTP
    16. Enhancer = INTJ
    CHOOSE THE LETTER (1-4)
    The Es
    The Is
    The Ss
    The Ns
    E, I, S, N.
    1. Director [ESTJ - Overseer]
    2. Developer [ENTJ – Chief]
    3. Results [ESTP – Persuader]
    4. Inspirational [ENTP – Originator]
    5. Persuader [ENFJ – Mentor]
    6. Appraiser [ESFJ – Supporter]
    7. Promoter [ENFP – Advocate]
    8. Counselor [ESFP – Entertainer]
    9. Specialist [ISFP – Artist]
    10. Investigator [INFJ – Confidant]
    11. Agent [INFP – Dreamer]
    12. Achiever [ISTP – Craftsman]
    13. Practitioner [ISFJ – Defender]
    14. Objective Thinker [ISTJ – Examiner]
    15. Perfectionist [INTP – Engineer]
    16. Enhancer [INTJ – Strategist]
    1. Director [ESTJ - Overseer]
    3. Results [ESTP – Persuader]
    6. Appraiser [ESFJ – Supporter]
    8. Counselor [ESFP – Entertainer]
    9. Specialist [ISFP – Artist]
    12. Achiever [ISTP – Craftsman]
    13. Practitioner [ISFJ – Defender]
    14. Objective Thinker [ISTJ – Examiner]
    2. Developer [ENTJ – Chief]
    4. Inspirational [ENTP – Originator]
    5. Persuader [ENFJ – Mentor]
    7. Promoter [ENFP – Advocate]
    10. Investigator [INFJ – Confidant]
    11. Agent [INFP – Dreamer]
    15. Perfectionist [INTP – Engineer]
    16. Enhancer [INTJ – Strategist]
    CHOOSE THE LETTER (5-8)
    The Fs
    The Ts
    The Js
    The Ps
    F, T, J, P.
    5. Persuader [ENFJ – Mentor]
    6. Appraiser [ESFJ – Supporter]
    7. Promoter [ENFP – Advocate]
    8. Counselor [ESFP – Entertainer]
    9. Specialist [ISFP – Artist]
    10. Investigator [INFJ – Confidant]
    11. Agent [INFP – Dreamer]
    13. Practitioner [ISFJ – Defender]
    1. Director [ESTJ - Overseer]
    2. Developer [ENTJ – Chief]
    3. Results [ESTP – Persuader]
    4. Inspirational [ENTP – Originator]
    12. Achiever [ISTP – Craftsman]
    14. Objective Thinker [ISTJ – Examiner]
    15. Perfectionist [INTP – Engineer]
    16. Enhancer [INTJ – Strategist]
    1. Director [ESTJ - Overseer]
    2. Developer [ENTJ – Chief]
    5. Persuader [ENFJ – Mentor]
    6. Appraiser [ESFJ – Supporter]
    10. Investigator [INFJ – Confidant]
    13. Practitioner [ISFJ – Defender]
    14. Objective Thinker [ISTJ – Examiner]
    16. Enhancer [INTJ – Strategist]
    3. Results [ESTP – Persuader]
    4. Inspirational [ENTP – Originator]
    7. Promoter [ENFP – Advocate]
    8. Counselor [ESFP – Entertainer]
    9. Specialist [ISFP – Artist]
    11. Agent [INFP – Dreamer]
    12. Achiever [ISTP – Craftsman]
    15. Perfectionist [INTP – Engineer]

    In this example, shown is the behaviour pattern of Elizabeth Hunter™, the composer for Oxor. INTJ = 16 Enhancer.

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    Phase 2 - Choice 4: Pick Imposee's Pattern by choosing from each of the characteristic in the first three columns. Get 2 out of 3 and you may be getting close. This technique was introduced in 2020. It really comes into play when someone is doing something that you do not want to occur or not doing something that you reckon they should. This is our composer Elizabeth Hunter™ at her absolute brilliant best. In conjunction with this section (Phase 3, Choice 4), the cohort often refers to the Faultology Explorer™.
    The following table shows this method, known as Toxicity on Display™.

    What is the
    observable burden?
    What is the
    toxicity?
    What is the
    observable trait
    if operating as a bad manager?
    What is the
    observable trait
    if operating as a weak leader?
    We have used this extensively; trust us!
    Social
    Justice
    Warrior?
    'Write' your choice here
    Toxicity on Display™ Possibility
    Presumptive judgment
    All take and no give;
    Their bad day ruins yours -
    feeling lonely, socializing or impulsive to try new things out
    Obsessive micromanagement style
    Insubordination
    Tendency to avoid risks and can ignore the personal aspects of decisions
    Moving against behaviour - overpower, manipulate, self aggrandizement
     
     
    1. Director - ESTJ
    Aggressive
    Their bad day ruins yours -
    feeling kind of lonely, needing to talk/socialize, 'let go' a bit to relax, may be impulsive
    Manages with fear, not fairness
    Insubordination
    Ignores arguments based on 'incorrect facts' and ignores feelings
    Moving against behaviour - overpower, manipulate, self aggrandizement
     
     
    2. Developer - ENTJ
    Empty promises
    Ess, aitch, one, tee talker;
    Their bad day ruins yours -
    feeling lonely, socializing or impulsive to try new things out
    Takes credit for others' work
    Abuses privilege of leadership
    Tendency to take risks and can ignore the personal aspects of decisions
    Moving against behaviour - overpower, manipulate, self aggrandizement
     
     
    3. Results - ESTP
    Flaky
    A liar or deceptive;
    Their bad day ruins yours -
    feeling kind of lonely, needing to talk/socialize, 'let go' a bit to relax, may be impulsive
    Does not provide sufficient recognition of efforts
    Abuses privilege of leadership
    Ignores arguments based on 'incorrect facts' and ignores feelings
    Moving against behaviour - overpower, manipulate, self aggrandizement
     
     
    4. Inspirational - ENTP
    Jealousy
    Ess, aitch, one, tee talker;
    Cold, logical and debating people for the sake of debating for fun, may be impulsive
    Does not provide clear or realistic direction
    Refuses to take responsibility
    Decides on personal preference rather than objective data
    Too responsive to the needs of others
    Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust
    Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, clogs the succession plan
    {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism}
    Likely
     
    5. Persuader - ENFJ
    Reliance on others
    Not paying attention;
    May be argumentative and impulsive to trying new things out
    Is a poor listener and responder to feedback
    Refuses to take responsibility
    Has problems accepting new ideas that break the rule in the organisation
    Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust
     
     
    6. Appraiser - ESFJ
    Embarassing
    Ess, aitch, one, tee talker;
    All take and no give;
    Cold, logical and debating people for the sake of debating for fun, may be impulsive
    Does not follow through
    or recognise own responsibilities
    Refuses to take responsibility;
    Complains of insufficient resources
    Decides on personal preference rather than objective data
    Too responsive to the needs of others
    Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust
    Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, reluctance to do anything involving administration, clogs the succession plan
    {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism}
    Likely
     
    7. Promoter - ENFP
    Irresponsible
    Not paying attention;
    May be argumentative and impulsive to trying new things out
    Does not lead by example
    Refuses to take responsibility
    Has problems accepting new ideas that break the rule in the organisation
    Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust
     
     
    8. Counselor - ESFP
    Pessimist
    Ess, aitch, one, tee talker;
    Logical, cold and thinking about the future impact in a negative way
    Craves uniqueness
    Complains of insufficient resources
    Has problems accepting new ideas that break the rule in the organisation
    Moving away behaviour - hyper emotionality, diminished communication, skepticism that erodes trust
     
     
    9. Specialist - ISFP
    A bit too secretive
    24/7 negative;
    Stuck in never ending logical thinking and feeling negative, cold and pessimistic
    Plays favourites
    Complains insufficient resources
    Decides on personal preference rather than objective data
    Too responsive to the needs of others
    Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team
    Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, clogs the succession plan
    {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism}
    Likely
     
    10. Investigator - INFJ
    Too sensitive
    Their bad day ruins yours;
    Stuck in never ending logical thinking and feeling negative, cold and pessimistic
    Is complacent regarding poor performing or toxic team members
    Refuses to take responsibility
    Decides on personal preference rather than objective data
    Too responsive to the needs of others
    Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team
    Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, integrating, over conforming, reluctance to do anything, clogs the succession plan
    {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism}
    Likely
     
    11. Agent - INFP
    No filter
    Their bad day ruins yours;
    Emotional, sad and thinking about the philosophy/spiritual aspect of life or future impact in a negative way
    Lacks humility and self-awareness
    Complains insufficient resources
    Tendency to take risks and can ignore the personal aspects of decisions
    Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team
     
     
    12. Achiever - ISTP
    Dances with whomever
    sings the loudest
    24/7 negative;
    Logical, cold and thinking about the future impact in a negative way
    Is unavailable or avoids tough conversations
    Hesitates to take action
    Has problems accepting new ideas that break the rule in the organisation
    Moving towards behaviour - integrating, over conforming, reluctance to take chances or stand up for their team
    Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, clogs the succession plan
    {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism}
     
     
    13. Practitioner -ISFJ
    Boring
    Not paying attention;
    Emotional, sad and thinking about the philosophy/spiritual aspect of life or future impact in a negative way
    Control freak - does not trust others
    Complains insufficient resources
    Tendency to avoid risks and can ignore the personal aspects of decisions
     
     
    14. Objective Thinker - ISTJ
    Socially awkward
    Anti listener;
    Sad, emotional and thinking of nostalgic memories of the past
    Does not live up to workplace values
    Hesitates to take action
    Ignores arguments based on 'incorrect facts' and ignores feelings
    Absentee leadership behaviour - psychologically absent, enjoys privileges but avoids involvement with the team, laizzez-faire, takes out value and puts nothing in, integrating, over conforming, reluctance to do anything practical, clogs the succession plan
    {Absentee leadership features: Not recognizing employee achievements, Not giving clear directions, Not having time to meet / communicate with employees and team members, refusing to talk to subordinates, Not offering constructive criticism}
     
     
    15. Perfectionist - INTP
    Aloof
    Cold;
    Sad, emotional and thinking of nostalgic memories of the past
    Poor handler of surprises
    Ignores arguments based on 'incorrect facts' and ignores feelings
    Poor listener and responder to feedback
     
     
    16. Enhancer - INTJ

    In this example, shown is the behaviour pattern of Elizabeth Hunter™, the composer for Oxor. Enhancer.

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    Phase 2 - Choice 5: Pick Imposee's Pattern by considering the percentage of answers by each pattern to statement agreeing with:
    “Having a neat and clean home is among your top priorities.”
    Consider whether they are Judging (J) or Perceiving (P). This new, for 2020, technique assumes that you have seen someone's home but think car, office etc.
    Caution: Tidiness is relative. Some benefit from a clean and clutter-free space, it is important not to pass judgment on those individuals who prefer a little bit of chaos to promote their creativity other than to guide you to their pattern. Some of the most advanced and insightful minds have been less than tidy. If Albert Einstein, a Perfectionist the second bottom, had been more focussed on cleaning his desk than contemplating relativity, he might never have come up with his theories. A quote: “If a cluttered desk is a sign of a cluttered mind, of what, then, is an empty desk a sign?”
    The following table shows this method, known as Cleanliness on Display™ Possibility.

    Are 'Neat & Clean' a
    Top Priority?
    What is the
    % who answered 'Yes'?
    Judging (J) or
    Perceiving (P)
    J or P %
    'Write' your choice here
    Cleanliness on Display™ Possibility
    Top 4
    77%
    J
    75%
     
    1- Director - ESTJ
    Top 4
    76%
    J
    75%
     
    2 - Developer - ENTJ
    Bottom 4
    37%
    P
    37%
     
    3 - Results - ESTP
    3rd Quadrant
    37%
    P
    37%
     
    4 - Inspirational - ENTP
    Top 4
    76%
    J
    75%
     
    5 - Persuader - ENFJ
    Top 4
    78%
    J
    75%
     
    6 - Appraiser - ESFJ
    3rd Quadrant
    42%
    P
    37%
     
    7 - Promoter - ENFP
    3rd Quadrant
    45%
    P
    37%
     
    8 - Counselor - ESFP
    3rd Quadrant
    36%
    P
    37%
     
    9 - Specialist - ISFP
    2nd Quadrant
    73%
    J
    75%
     
    10 - Investigator - INFJ
    Bottom 4
    36%
    P
    37%
     
    11 - Agent - INFP
    Bottom 4
    26%
    P
    37%
     
    12 - Achiever - ISTP
    2nd Quadrant
    74%
    J
    75%
     
    13 - Practitioner - ISFJ
    2nd Quadrant
    71%
    J
    75%
     
    14 - Objective Thinker - ISTJ
    Bottom 4
    28%
    P
    37%
     
    15 - Perfectionist - INTP
    2nd Quadrant
    71%
    J
    75%
     
    16 - Enhancer - INTJ

    In this example, shown is the behaviour pattern of Elizabeth Hunter™, the composer for Oxor. Enhancer.

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    Phase 3: Impose Correctly.

    Gold Imposition™ is the concept of treating others as you want to be treated. This is the challenge to the Golden rule outlined in Matthew 7:12 which implies that you should treat others as you want to be treated. We consider this to be totally ineffective. Apologies, Matt.
    Platinum Imposition™ is if you know the quadrant or are not sure (Secret: Treat as High I).
    Titanium Imposition™ is if you know the pattern exactly and is very useful to fine tune your approach because you know what buttons to press and what to avoid. It is particularly useful when you are preparing to address conflict and you know how the person will react to that. It may also be used when asking for a salary increase etc. etc.

    If you have found your way here, this is the whole Oxor Trad Method™ of Titanium Imposition™

    Click on Titanium on ALL Patterns

    -
     
    Emergency Area - You only know whether they are D, I, S, or C.

    D - If you have a conflict with a person with a D personality, do not be afraid to approach your disagreement head on. Strong-willed D style personalities can sometimes be a bit intimidating, especially to confrontation-adverse personality styles. The good news is that you do not need to be afraid of talking to someone with a D personality about a problem you are having with them. Confrontation, when handled respectively, is something that D personalities typically respond towards in a very positive fashion. D personalities would prefer to bring conflict out into the open, so you can get them out of the way quickly. They will respect you handling your differences in a direct way.

    I - Conflict with I personalities is best handled with a light touch. People with I-style personalities are outgoing and energetic. They love interacting with other people and are genuinely happy to talk with anyone, anywhere. But there is one thing that I personalities cannot stand: rejection. If an I personality feels like you personally dislike them, it will only exacerbate any problems you are already experiencing. Tackle a discussion about any problems you have with an I personality only after you have approached in a positive way. Start with a compliment or an anecdote. When you talk about your issues, keep your sense of humour and do not lose your cool. They will respond better to a friendly discussion than a direct confrontation. However, sometimes they have to comply with direct instructions which is often accompanied by complaints and / or a loss explosion.

    S - When you have a conflict with an S personality, try working together to find common ground. People with S personalities value harmony and are excellent peacemakers. They want everyone to be happy and strive to create an environment where everyone works together in a positive way. The danger of confronting an S personality with a problem is that they will agree to make a change in order to keep the peace between you but may be unable (or unwilling) to follow through with the request in a meaningful way. They are much more likely to act on a compromised solution—one where you both resolve to work together to make changes. When you talk to an S personality about a problem, start by focussing on things you agree on, not where you disagree. Offer a good compromise, and it will get you far.

    C - If you have a conflict with a C personality, attack the problem, not the person. C personalities are organised and controlled. They take their time completing tasks accurately, like to research things thoroughly and are always prepared. Because they put so much time and effort into everything they do, they hate to be criticised. They are perfectionists at heart and take even the smallest complaint personally. This makes them extremely difficult to confront. The best way to approach it is to focus on parts of the problem largely out of the C personality’s control or aspects of the problem they might not have considered. Make it clear that you appreciate all of their efforts and that you are bringing something to their attention because it is a variable that they need to have in the equation in the future. No matter what, do not frame the conflict as a personal attack. If you do, the C personality will likely become resentful and go out of their way to avoid future interactions with you. However, sometimes they have to be held to account which may be okay if you know they are only there temporarily! If they want to avoid you, then that is their decision and not yours.

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    Case Study - Four Points by Sheraton.

    This is an actual case. The letter was sent by surface mail and the response was by email. Oxor's techniques give you a better chance of success. Click on Four Points Case Study

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    What if you are dealing with a moron?

    Moron - a person who is notably stupid or lacking in good judgment.

    This technique emanates from when you find that the person you are dealing with becomes unreasonable. Patience is the key together with not losing your cool. Treat the issue as a fire - all you need to remove is one of ignition, oxygen or fuel.

    1 - Minimise time with the moron and give up the dream that they will one day be the person you wish they would be. Keep your interactions as short as possible. Minimising your exposure to those who show any deviation from a healthy, normal or efficient condition goes a long, long way. Give up where they seem to be the parent/partner/spouse/friend etc. you have always felt they could be, yet they ultimately always end up hurting or disappointing significantly. See the Sir Robertson Sole Symptoms™ on each Pattern's page. We fall for it and get our hopes up again the next time they treat us nicely or seem to have turned a new leaf. Giving up the hope and fully accepting this person for who they really are can be an unbelievable relief after what is sometimes a lifetime of wishing. Give them the flick pass. Get rid of them if you can. They will still have their knickers in a knot and you will not. Sometimes, you just have to wear them - refer items 2 - 7.

    2 - Keep it logical and in writing. This may be difficult if you are very verbal, heart-focussed person, who connects from an emotional or empathic perspective. This only works with reasonable people who care. Unreasonable people usually do not care and their response (or lack of it) will often only make you more upset. Keep communications fact-based, using minimal details and in writing if possible. Unreasonable people lose track of what they said and misinterpret what you said.

    3 - Do not drink around them. It may be tempting to get into the booze when you are around people who are acting like morons, it will only make you more emotionally vulnerable and more likely to do or say something useless that will either make you look bad, make you feel bad, or make you more of a target.

    4 - Focus on them in conversation. A way to avoid being the target of demeaning comments, manipulation or having your words twisted is to say as little as possible. Volunteer minimal information and get them talking about themselves if you have to be around them or have to interact with them. Make it that they are a far safer conversation subject than you are.

    5 - Stay away from topics that get you into trouble. Before going into an interaction with a moron, review in your mind the topics that invite attack and be proactive about avoiding them. e.g. if your in-laws always make cracks about your choice of career, answer neutrally and change the subject immediately (see item 4) if they ask you how work is going. Again, treat the issue as a fire - all you need to remove is one of ignition, oxygen or fuel. The moron often wants to provoke and it is essential to maintain your cool. Avoidance is great idea; only be in contact when absolutely essential.

    6 - Do not try to get them to see your point of view. Do not try to explain yourself or try to get morons to understand you and empathise with your perspective. They will not and you will just feel worse for trying and failing.

    7 - Create a distraction. If you absolutely have to spend time with someone who typically upsets you, try to be around them in circumstances that offer some sort of distraction. Focus on playing with a pet if there is one in the vicinity, have the interaction be based around some kind of recreational activity or entertainment, or offer to help in a way that takes you out of the main ring (e.g. offering to chop vegetables in the kitchen before a family dinner). If you can get them to do something that absorbs their attention (taking it off you), even better.

    8 - Recognise that a referee may well be required. The Courts are full, and no wonder. The Oxor, or any other method, may eventually fail and the only way forward is determined by a referee who has the authority to determine the way forward. This may be a parent, a boss or a Magistrate. If you have an organisation that is run by a Committee with no-one with position power, resolution will almost certainly be done by an authority - a tribunal or the Court system.

    9 - Door slam. Remove the person from your world at the earliest opportunity. Only interact if absolutely necessary. If you need some advice on doorslamming find, using the Oxor Method, an Investigator or an Enhancer. Both are world class at doorslamming with the Investigator ranked number 1.

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    Advanced Techniques - Area A - Disc to Impose - Proprietary Methods

    Some of the cohort go to A8 straight away.

    A1. Pick Quadrant. Click on Disc Stage 1 Pick Quadrant

    A2. Pick Pattern. Click on Disc Stage 2 Pick Pattern

    A3. All 16 Outlines. Click on All 16 Outlines - Pick 1!!

    A4. Communicate. Click on Disc Stage 3 Communicate

    A5. Handle Customers. Click on Disc Stage 4 Customers

    A6. Stages 1, 2, 3 and 4 Together. Click on Disc Stages 1, 2, 3 and 4 Together

    A7. Disc Patterns Brief Summary. Click on Disc Patterns Brief Summary

    A8. Disc Pithy Portrayals. Click on Disc Pithy Portrayals

    A9. Blank Quadrants. Click on Disc Blank Quadrants

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    Advanced Techniques - Area B - Disc Advanced

    B1. Disc Correlations and Resolving Conflict. Click on Disc Correlations and Resolving Conflict

    B2. Disc Summary of 4 Quadrants. Click on Disc Summary of 4 Quadrants

    B3. Disc Famous People. Click on Disc Famous People

    B4. Does handwriting give clues? Click on Disc Handwriting

    B5. One off transformations are ending. Click on Always On Transformation

    B6. Don't ask your customers what they want. Click on Customers

    B7. Disc Cheat Sheet. Click on Disc Cheat Sheet

    B8. Disc Myers Briggs Preferences. Click on Disc MBTI Preferences

    B9. Disc Myers Briggs Cross Reference. Click on Disc MBTI Cross Reference

    B10. Disc Phrases that Describe. Click on Disc Phrases that describe

    B11. Disc Perceptions Matrix. Click on Disc Perceptions Matrix

    B12. Disc Estimated Love Language. Click on Disc Estimated Love Language [Changes on this one: 1=Director; 16=Enhancer]

    B13. Disc Common Occupations. Click on Disc Common Occupations

    B14. The Bratty Method. Click on The Bratty Method

    B15. Patterns Compatibility Matrix (In MBTI lingo). Click on Patterns Compatibility Matrix (in MBTI lingo - Oxor does not 100% agree with the matrix!)

    B16. Description of patterns by unknown author (In MBTI lingo). Click on Patterns (in MBTI lingo)

    B17. Disc Contributions to Humanity. Click on Contributors to Humanity

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    Advanced Techniques - Area C - Disc Very Advanced - The Elizabeth Hunter™ Insights

    C1001. The Elizabeth Hunter™ Insights - Director. Click on 1001 Director

    C1002. The Elizabeth Hunter™ Insights - Developer. Click on 1002 Developer

    C1003. The Elizabeth Hunter™ Insights - Results. Click on 1003 Results

    C1004. The Elizabeth Hunter™ Insights - Inspirational. Click on 1004 Inspirational

    C1005. The Elizabeth Hunter™ Insights - Persuader. Click on 1005 Persuader

    C1006. The Elizabeth Hunter™ Insights - Appraiser. Click on 1006 Appraiser

    C1007. The Elizabeth Hunter™ Insights - Promoter. Click on 1007 Promoter

    C1008. The Elizabeth Hunter™ Insights - Counselor. Click on 1008 Counselor

    C1009. The Elizabeth Hunter™ Insights - Specialist. Click on 1009 Specialist

    C1010. The Elizabeth Hunter™ Insights - Investigator. Click on 1010 Investigator

    C1011. The Elizabeth Hunter™ Insights - Agent. Click on 1011 Agent

    C1012. The Elizabeth Hunter™ Insights - Achiever. Click on 1012 Achiever

    C1013. The Elizabeth Hunter™ Insights - Practitioner. Click on 1013 Practitioner

    C1014. The Elizabeth Hunter™ Insights - Objective Thinker. Click on 1014 Objective Thinker

    C1015. The Elizabeth Hunter™ Insights - Perfectionist. Click on 1015 Perfectionist

    C1016. The Elizabeth Hunter™ Insights - Enhancer. Click on 1016 Enhancer

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    How close are you to imposing correctly?
    Now you are here. How close are you to imposing correctly?
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    Advanced Techniques - Area D - Poor customer service

    D1. Treating Customers by Prof. Elizabeth Hunter™. Click on Treating Customers by Elizabeth Hunter™

    D2. The cost of poor customer service by Ken Blanchard. Click on The cost of poor customer service by Ken Blanchard

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    Advanced Techniques - Area E - View at the invitation of Elizabeth Hunter™

    E1. Why we are being slaughtered by China. Click on China's just ahead on STEM

    E2. Why the old generations are correct. Click on Generation Differences

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    Advanced Techniques - Area F - Brand Fascination

    G1. "Start applying this free guide with your group. You'll see how different communication styles balance each other, and improve results." Supplied free by way of an email from Sally Hogshead.
    Click on Guide to Fascination

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